Does this sound familiar?
I was a Program Manager for over a decade, during which time I must have facilitated dozens of “project post-mortems”, a term that always bothered me, since in none of those projects had anyone died. One of the key “Lessons Learned” from nearly every post-mortem I facilitated was some variation on
Agile Organizations shift from a focus on predicting and controlling work to embracing complexity, using experiments and feedback loops to learn and grow.
This post is the second in a series where we will explore each of the Principles of Agile Organizations in more
Agile Organizations shift from a focus on short-term profits towards a focus on customer delight and achieving a shared purpose.
This issue is the first in a series where we will explore each of the Principles of Agile Organizations in more
Subscribe To The Welcoming Complexity Newsletter
In this inaugural issue, we explain the newsletter’s title and provide a few thoughts on relevant Agile For All blog
Note: This post is adapted from some posts that I originally created on Adobe’s blog while I was an employee there.
I recently finished reading former U.S. Navy Submarine Commander David Marquet’s book “Turn the Ship Around”. It is a powerful story of learning what leadership means and the struggles Marquet had putting it into place
Peter Drucker invented most modern management practices. He was an in-demand coach to hundreds of top leaders in the world’s largest organizations. When he suggested that “culture eats strategy for breakfast” to Dick Clark, he wasn’t actually promoting an either/or mindset. He was pointing out that the amount of time most executives spent working on strategy paled in comparison to
In part one of this series, we defined culture. We also described why it is both critical and hard to work on. Finally, we left you with a teaser that there is a pretty good pattern we’ve seen for how to kind of hack your culture for the